The pharmaceutical marketplace is going through International development consultancy an amazing offer of adjust. Organizations which include Pfizer and Lilly are going through sizeable solution patent expirations. Plus, corporation pipelines are insufficient to switch the revenues lost to patent expirations. And lastly, EU-based and US-based corporations and US are shifting their companies in direction of higher-growth markets in China, India, and also other Emerging Marketplaces, creating internal organizational turmoil of their property markets.

As a lot of corporations know, it really is decreasingly possible to easily “research” your way out of these challenges. Portion of the answer to these worries is building and executing what we broadly refer to as a Enterprise Development and Licensing tactic (BD&L). This technique would include any and all options for seeking and financing external partnerships, licenses, mergers, and/or acquisitions.

Of course all multinational pharmaceutical and biotechnology companies have an BD&L group, usually led by a member from the senior management team. Larger firms will have a team of a dozen or more executives, directors, and managers responsible for sourcing, analyzing, and recommending company growth opportunities. Even smaller firms will have one or two individuals formally charged with the BD&L process.

So why should pharmaceutical companies, even large ones with large BD&L teams, use consulting firms to assist them? We believe there are 3 good reasons why this is the case:

Progress of an Overarching Framework - Quite a few pharmaceutical and biotechnology providers should be applauded for having a strategic and focused BD&L framework. Lots of providers know exactly what they are looking for, i.e., asset type, stage of development, geography, offer structure, and so forth. A framework, even a simple one, makes it easier for the search team to identify and quickly eliminate opportunities that do not fit. This then enables the team to focus more time on those opportunities which might be a good fit. This results in better due diligence and faster offer making.

Unfortunately, there are many corporations which do not take a framework-driven approach. A lot of searches are haphazard, where organizations look for anything with a certain revenue potential, or anything that can be sold by their existing sales and marketing infrastructure. In our experience, any approach which aims to simply provide the sales organization with products to sell is unsustainable in the long run.

Savvy BD&L executives can leverage consultancies to help them develop this overarching framework, identifying the key variables which are important to the business, its administration, and its shareholders. Pharmaceutical administration consultants can bring an objective perspective to an exercise which, if done properly, results in a roadmap that the BD&L team can then use to plan and execute a BD&L tactical plan.

Broaden Skill Set - We have noticed that lots of smaller BD&L teams have strengths and skills in some areas, but not others. For example, some organizations have BD&L teams led by scientists or clinicians or attorneys who lack the experience to quantitatively and financially assess opportunities. Using a consultancy can provide unbiased, rigorous quantitative analysis and financial modeling.

Extend Geographic Breadth and Depth - The traditional model for US and EU companies was to license drugs from Japanese companies, because many innovative Japanese businesses lacked the global presence to develop and market their innovations outside their property country.